Objections aren't rejection. They're information. When someone objects, they're still in the conversation — they just need something addressed before they can move forward. Here's how to handle every common objection word-for-word.
The 3 Rules of Objection Handling (Before You Read a Single Script):
Never argue. Never defend immediately.
The moment you sound defensive, you sound like a salesperson who wants a commission more than a solution. Always acknowledge the concern first — before you respond to it.
Ask before you answer.
"That's too expensive" could mean they don't have the money, they don't see the value, or they've seen a cheaper option. You don't know which until you ask. Diagnosing the objection before answering it is what separates closers from order-takers.
Confirm resolution before moving forward.
After handling an objection, always check: "Does that make sense?" or "Does that address your concern?" If you don't confirm it's resolved, you're just talking — not handling.
The most common objection category. Almost always means something other than "we literally have no money." Dig before you discount.
"That's too expensive." / "It costs too much."
They haven't connected the price to the value. Or they're comparing it to a cheaper alternative. Or they genuinely need to find budget. You can't know which until you ask.
Step 1 — Acknowledge + Diagnose:
"I hear you — and I want to make sure I understand what you mean by that. When you say it's too expensive, is it that the price is more than you expected, that it's outside your current budget, or that you're not sure the value matches the investment?"
Wait for their answer. Their response tells you which script to use next.
If it's a budget issue:
"I understand — budget is real and I'm not going to pretend otherwise. Let me ask: if budget wasn't the constraint, would this be the right solution for what you're dealing with? [Wait.] Okay — if the answer is yes, it's worth us exploring what's actually possible, because sometimes there's flexibility or a different structure that works. Would you be open to that conversation?"
If it's a value concern:
"That's fair — and actually, that's the most important question. Let me tie the price back to what you told me earlier about [their specific problem/goal]. If we solve that — [quantify the impact: time saved, revenue gained, cost avoided] — what does that represent to your business / your life? [Pause.] The question isn't really whether $[X] is a lot. It's whether $[X] to get [that result] is worth it. What's your read on that?"
"I need to think about it." / "Let me sit with this."
Almost never means "I need more time to decide." Usually means: they have an unanswered question they're embarrassed to ask, they need to talk to someone else, they're not sold on the value, or they're hoping if they wait you'll offer a discount.
The response:
"Of course — this is a meaningful decision and I'd never want to rush you. Can I ask, just so I can be helpful: is there a specific piece of information you're still weighing, or is it more of a gut-check thing?"
Their answer tells you everything. If they name something specific — address it directly. If they say "just need to think" — continue below.
"I completely get that. Here's what I want to avoid for both of us: you take time to think about it, we both forget where we left the conversation, and then we're starting over. So let's do this — what specifically do you need to work through? Let's address it now if we can, and if after that you still need time, I'll absolutely respect that."
If they truly need to check with a partner/spouse/decision-maker:
"That makes complete sense — this is a shared decision. What's the best way to include them in the conversation? I'd be happy to do a second call with both of you, or I can send you a summary that makes it easy to walk them through what we covered. Which would be more useful?"
"Now isn't the right time." / "Maybe in a few months."
Timing objections are often disguised priority objections. "Now isn't a good time" can mean "I haven't decided this is important enough yet."
The response:
"I hear you. Can I ask — what changes in three months that would make this feel more timely? [Wait.] Because here's what I've noticed: the things people say they'll address 'when the timing is right' often look exactly the same three months later. The challenge doesn't wait, even when we do. What specifically needs to shift for this to move to the top of the list?"
If they give a legitimate reason (cash flow in 60 days, a project wrapping, etc.):
"That's completely understandable — and I appreciate you telling me that. Let's do this: I'll mark my calendar for [timeframe] and reach back out at that point. Is [specific date] too soon, or does that timeline actually work? And is there anything I can send you in the meantime that would make that future conversation more efficient?"
"I found something cheaper." / "Competitor X costs less."
Never speak negatively about a competitor. It sounds defensive and unprofessional. Instead, invite them to compare value, not just price.
"That's worth understanding — there are a lot of options in this space. Can I ask: when you compare them, what are you looking at beyond the price? [Let them answer.] That's helpful to know. The reason our pricing is where it is comes down to [2-3 specific differentiators — support quality, outcome rates, what's included, track record]. The real question isn't which costs less — it's which one actually solves the problem you described earlier. How do they compare on that?"
If they're genuinely price-sensitive and the cheaper option is legitimate:
"I want to be straight with you — if the lower-priced option genuinely meets your needs, I'm not going to talk you out of it. What I can tell you is that the clients who've come to us after trying [category of cheaper option] often found that [specific gap in value]. But ultimately you know your situation better than I do. What matters most to you as you make this decision?"
"I need to run this by my boss / partner / team."
Sometimes genuinely true. Sometimes an exit. Your job is to help them present this to the decision-maker — which means you need to know what the decision-maker cares about.
"Of course — that makes total sense. Let me ask: when you bring this to [boss/partner], what are they typically most focused on — cost, ROI, risk, or something else? [Wait.] That's helpful. Let me make sure you have exactly what you need to walk them through it. What would be most useful — a one-page summary, a pricing breakdown, a quick 15-minute call where I join to answer their questions directly?"
Arming them to close internally:
"Here's the most important thing I'd suggest when you talk to them: connect it back to [the specific problem from your earlier discovery]. That's the thing your team is already dealing with — I'm just connecting the solution to the pain they already feel. Does that framing feel accurate to how you'd describe it internally?"
"I've tried things like this before and it didn't work." / "I've been burned."
This objection carries real emotion. Don't dismiss it or rush past it. Validating this experience is the most important thing you can do before you say anything else.
"I appreciate you telling me that — and I'm not going to brush past it. Can you tell me a little about what happened? [Wait and listen fully.] That sounds genuinely frustrating. What you're describing is unfortunately common with [category of what went wrong]. The reason people come to us after those experiences is usually because of [specific difference — support structure, accountability, methodology, etc.]. But I also want to be honest: I can't promise you the outcome you're looking for. What I can do is walk you through specifically how we're different from that experience — and you can decide if it's enough of a difference to be worth the risk. Is that a conversation worth having?"
The same principles apply when the "prospect" is a hiring manager. These are the most common interview objections — and how to handle them without getting defensive.
"You don't have sales experience."
"I hear that — and I'd actually push back on the framing slightly. I have the underlying skills that make someone good at sales: I've been persuading, building trust, handling objections, and listening for what people actually need rather than what they say they need for [X] years. What I don't have is a quota on my resume. But I'd ask: which is harder to teach — the vocabulary of sales, or the ability to genuinely connect with people and understand what they need? The second one is what I bring. The first one, I can learn."
"We're concerned you'll leave once you get some experience."
"That's a fair concern — and I want to address it directly. I'm not looking for a stepping stone. I'm looking for a home where I can actually build something. The reason I've done this much research on [Company] specifically is because of [specific thing about the company, team, product, or growth trajectory]. I can't promise the future — but I can tell you that the companies I've stayed at longest are the ones where I felt like my growth was invested in. What I'm looking for is exactly that kind of environment."
"We have candidates with more relevant experience."
"I'd expect that, and I'm not trying to suggest my background is more relevant on paper. What I'm suggesting is that it might be more relevant in practice. Here's why: someone who's spent [X] years in [your background] has had to navigate [specific situations that directly map to sales challenges — difficult people, emotional conversations, resource constraints, high-pressure decisions]. The candidates with more traditional sales experience might have more comfortable starting ground. But I'd argue there's a strong case that the grit, the resourcefulness, and the people skills I've built are harder to develop than the sales fundamentals I still need to learn. Would you be open to exploring that argument?"
The Golden Rule of Objection Handling
Every objection is an opportunity to learn more and build more trust — if you treat it that way. The salespeople who lose deals at the objection stage are the ones who go into defense mode. The ones who close consistently are the ones who get genuinely curious.
"That's an interesting point — tell me more about what's behind that."
That sentence alone will save more deals than any script.
These are specific to coaching, program, and mastermind calls — where the objections are personal and the stakes feel high.
Objection: "I've tried things like this before and it didn't work."
"Thank you for telling me that — that's really important. Can I ask: when you tried [whatever they tried], what specifically wasn't working? Was it the program itself, the support, the timing in your life, or something else?"
[Listen to their answer. Then:] "So if I'm hearing you right, the issue wasn't that you can't do this — it's that [specific gap they named] wasn't there. Does [Program Name] address that? Let me show you exactly how."
Objection: "How do I know this will actually work for me?"
"That's a fair question and I won't give you a guarantee I can't back up. What I can tell you is this: based on everything you've told me about your situation — [repeat their specific circumstances back to them] — here's what I see when I compare that to people who have gotten results from this program: [specific, relevant success story that matches their situation]. The question isn't whether it can work. The question is whether you're willing to fully commit to doing the work it requires."
Objection: "The investment is a lot right now." (High-ticket version)
"I hear you. Let me ask you something: in the last 12 months, how much has staying in your current situation cost you? Not just financially — I mean in time, in stress, in the gap between where you are and where you want to be."
[Let them answer.]
"So when you compare [that cost they just described] to the investment in [Program Name], what feels like the bigger risk — investing now, or waiting another 12 months?"
Objection: "I need to research more options first."
"That makes sense. What specifically are you looking to compare? If it's the results, I can point you to specific client stories. If it's the price point, I can walk you through what's included. If it's something else entirely, I want to make sure you have what you need to make the best decision for yourself."
If they want to think generally: "I understand. What I want to make sure is that your research includes [specific thing that differentiates this offer]. That's usually what people discover matters most after they look around. Can I send you a summary of that so you have it while you're comparing?"